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How do teams in quality improvement collaboratives interact?

Jill A Marsteller1, Stephen M Shortell, Michael Lin

  • 1Department of Health Policy and Management, Johns Hopkins Bloomberg School of Public Health, Baltimore, USA.

Joint Commission Journal on Quality and Patient Safety
|May 17, 2007
PubMed
Summary
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Quality improvement collaboratives foster team interaction and information exchange. Stronger networks and leadership roles correlate with improved performance and care changes.

Area of Science:

  • Health Services Research
  • Organizational Networks
  • Quality Improvement Science

Background:

  • Multi-organizational collaboratives are common for quality improvement (QI) initiatives, assuming information sharing and social support among organizations.
  • Limited documentation exists on the extent of team interactions within these collaborative networks.
  • This study examines team interactions and their relationship to performance within QI collaboratives.

Purpose of the Study:

  • To document interactions among teams in quality improvement collaboratives.
  • To examine the associations between network roles (e.g., leadership) and team performance.
  • To understand the extent of information exchange and its impact on collaborative success.

Main Methods:

  • Conducted a telephone survey of 94 site teams across three QI collaboratives in 2002-2003.

Related Experiment Videos

  • Assessed team interactions and network positions using official team contact persons.
  • Utilized four performance measures to evaluate the usefulness of inter-team ties and peer-perceived leadership.

    • Main Results:

    • Eighty percent of teams indicated willingness to re-engage with other teams if needed.
    • 86% of reported team relationships resulted in a direct change for improvement.
    • Teams frequently exchanged tools (e.g., software) and interacted outside planned activities; strong network ties correlated with leadership recognition and improved performance metrics (e.g., number and depth of changes).

    Conclusions:

    • Collaborative teams actively exchange valuable information, supporting the network model.
    • Social dynamics within collaboratives significantly contribute to both individual team and overall collaborative success.
    • Network position and interaction frequency are linked to measurable improvements in care quality.